Reducing Over-processing Construction Waste by Using Lean Construction Tools in The Malaysian Construction Industry

Abstract

The construction industry is one of the most important industries for social and economic growth, as well as a source of wealth. Unfortunately, the construction industry has considerable costs, time, and quality issues, necessitating being resolved. This problem also happened in the Malaysian construction industry, mostly to meet the demands of infrastructure projects. Furthermore, over-processing refers to extra work done during the construction process that increases the likelihood of a project failing. This over-processing is caused by the consultant teams’ slow response time when a problem develops, as well as the site’s poor management system implementation. Lean construction (LC) is the alternative in resolving this non- physical construction wastes. LC is a constant enhancement to the construction processes in sustaining the organisation’s growth and profitability. This research aims to develop an LC tools framework that beneficial to future LC practitioners. This paper seeks to identify the most generated over-processing construction waste and the most LC tools to reduce over-processing construction waste on the site. This research uses a quantitative method approach, and the questionnaire survey has been sent to 310 G7 contractors registered with the Construction Industry Development Board Malaysia (CIDB) in Malaysia. A total of 116 questionnaires were returned, with a response rate of 37.4%. The findings revealed that the long approval process was the source of the majority of the site’s over-processing construction waste. Hence, management contracts, standard forms, total quality management, concurrent engineering and teamwork were the five most implemented LC tools by the LC practitioners in reducing over-processing waste. It is hoped that the outcomes of this research, able to help the LC practitioners deliver their projects. Thus, it would develop the future’s construction productivity towards a better quality of life.

Implementing enterprise resource planning for lean waste minimisation: challenges and proposed strategies

“…, 2004; Osmani, 2012), as well as the outcome of the building project (Aravindh et al. , 2022; Marhani et al. , 2021; Nikakhtar et al.…”

“…The Lean construction philosophy considers waste to be significant. Furthermore, Lean concepts have considerably improved project performance, particularly at the trade level by reducing waste created throughout the construction process (Ahmed et al, 2021;Marhani et al, 2021). Lean philosophy categorises activities as value-adding activities and non-value-adding activities/waste (Francis and Thomas, 2019).…”

“…Scholars have claimed that input from contractors can improve the waste effectiveness of the design (Ajayi and Oyedele, 2018;Arain et al, 2004;Osmani, 2012), as well as the outcome of the building project (Aravindh et al, 2022;Marhani et al, 2021;Nikakhtar et al, 2015;Ranadewa et al, 2018;Senaratne and Wijesiri, 2008). Furthermore, waste management at construction sites can be easily implemented by contractors (Olanrewaju et al, 2022;Sandagomika and Sandanayake, 2021;Seneviratne et al, 2015;Yu et al, 2013).…”

“…Furthermore, Lean concepts have considerably improved project performance, particularly at the trade level by reducing waste created throughout the construction process (Ahmed et al. , 2021; Marhani et al. , 2021).…”

Losses Resulting from Exceeding the Specified Time for Completion and Its Impact on the Status of the Project and Delay in Utilizing Services

“…Nevertheless, the issue of delays is a recurring challenge that continues to confront project managers. Such delays can inflict a multitude of adverse consequences on construction projects, ranging from mandatory additional expenditures to not meeting the expectations of clients and owners [8][9][10][11][12][13][14][15][16]. In severe cases, these delays can prompt owners and clients to initiate legal action against project managers, potentially causing substantial disruption to their business operations [17].…”